Change leader, change thyself

“Everyone thinks of changing the world, but no one thinks of changing himself.” Leo Tolstoy

Using this idiom would be a great starting point for this article as it hits on the fact that a leader must change within themselves as an individual change before it can engage in on organizational change. Changing cultures or the way you do business takes self-understanding and then put the values into an organizational context.

Most of the time, we rarely see organizations change drastically but their people do. It is the right move to change performance strategies and inner structures to accomplish their revised goals with new policies and procedures.

Change takes time and in order to make successful change there must be sufficient time allotted for the process to work. One needs to assess when something fails, it must also address the mindsets and skill sets of those that executed the change. It is suggested that 50 percent of change fails because of senior staff failing to adjust their own behaviors to meet the organizational needs.

Many resort to a passive status quo that hampers or sabotages the attempts for change thus there must be change in people to make the change happen. It has been suggested that this will create a success rate four times more likely to succeed due to having the right people in the right places.

A common mistake, made even by companies that recognize the need for new learning, is to focus too much on developing skills. Training that only emphasizes new behavior rarely translates into profoundly different performance outside the sterile career developing seminars.

Individuals have their own inner lives, populated by their beliefs, priorities, aspirations, values, and fears. These interior elements vary from one person to the next, directing people to take different actions. This profile is a combination of his or her habits of thought, emotions, hopes, and behavior in various circumstances.

Profile awareness is therefore a recognition of these common tendencies or traits and the impact they have on others. Therefore, a careful selection of those that meet the criteria for change must be given a chance to become change leaders from the start of the project and endure the entire journey with consistency.

Organizational awareness involves the real-time perception of a wide range of inner experiences and their impact on your behavior. These include your current mind-set and beliefs, fears and hopes, desires and defenses, and impulses to take action.

This type of awareness is harder to master than profile awareness. While many senior executives recognize their tendency to exhibit negative behavior under pressure, they often don’t realize they’re exhibiting that behavior until well after they’ve started to do so. At that point, the damage is already done.

Therefore the message is to simply balance the change between people and the organizational awareness around them. Having the right people in the right places enhances success and instrumental in changing organizational cultures made up of mindsets, beliefs, fears and hopes as well as desires and naturally spent energies to take the right kind of action as the development of a new journey takes its course.

 

Changing your Ways

What is the most important thing about motivating employees and what can you do to make it better? There are many advantages to having motivated employees and how they feel is a direct link to better performance and at the same time be smiling and happy about their jobs during times of change. Knowing what employees want and what makes them happy is one key to success and should be explored if you are suffering from poor productivity or reduced morale.

There is no doubt that today’s workplace is a volatile, turbulent and unpredictable environment. Sometimes it borders on chaos and yet through it all, you are expected to full fill your duties and complete the job so that the mission is successful. Motivating people can improve performance and attitudes but what has to accompany this method used to motivate you is something people have to believe in to be true and sincere otherwise it may backfire and told to be just another manipulated ploy to get you to work for less and do more with less.

First you must be sure that the systems you have in place are in good working order. You may have to see if you are fat (overstaffed) at the top and flat (understaffed) on the bottom. Being flat at the bottom may create insecurity and low morale. If you don’t give employees what they think they want then you will never see them perform at their fullest ability unless you can motivate them into a higher state of mind and expectation.

Motivated people strive hard to achieve goals, remain positive in their perspective and create the inner power to change things around them. They become better workers as they build their self-esteem and confidence increasing their capabilities to do the job and more. Finally they will begin to seek room for improvements and work hard on managing and developing their own growth and career plans.

The other end of the spectrum are the disadvantages of motivating staff as they may begin to see barriers that existed all the time but hardly noticed. Although not a real disadvantage by definition of the word it does bring awareness to other dynamics in the workplace that may need to be addressed in order to accomplish successful change.

There may be a need to better train managers or supervisors, improve the workplace or surroundings and update or upgrade the equipment used to get the work done and give them better tools to work with as their attitudes change for the good of all as well as everyone working there.

Overcoming barriers when motivating others includes traditional comments such as “we don’t get paid extra to work harder” and “we have always done it this way” and slowly the list gets longer as “our bosses don’t have a clue what we do” and their favorite complaint that “it doesn’t say that in my job description.”  Such views will take persuasion, perseverance, and the proof of experience to break down.

 

What happened to the DOC?

I was reading some interesting posts on Facebook the other day and realized that something had changed since my retirement and active duty. I was suddenly aware of stranger than fact things happening since the late 90’s and early millennium era. The DOC has changed and many old timers and veterans found themselves on the other end of the line they were towing but not making any progress in the tasks.

It seemed that those on the other end of the line were quitters and not very motivated to make this tow the rope analogy work like it was designed to work; teamwork and unity and balanced in the middle. It also seemed like one group was working against the other for no logical reason except selfishness and personal objectives rather than being mission oriented and focused on the job.  

While one group worked diligently the other group joked about the way work needed to be done. Disregarding the threats and volatile potential behind these razor wired fences they ignored the up close and personal threats that existed leaving others vulnerable to attacks and other hazards or risks. No wonder there has been an increase in the manifestation of the paranoia of the reality of working there.

In return for this complacency the DOC has installed mass surveillance to counter personal attitudes of not doing the job right. They have chosen to scan and read Facebook entries by employees to seek out those that are disgruntled and revealing their culture without asking permission or facts. Sadly, many have decided to ignore the rule on cell phones and other electronic video games and bring them in for entertainment and distractions while being on the job.

My personal attitude doesn’t matter or apply. I don’t work there any longer but to those that work there today it must be a disrespectful feeling to be ignored like that when those very same eyes that are watching television or playing a game should be on the officer making the rounds inside the housing units or recreation yard. They should be embarrassed for doing something like this and neglect taking care of their own.

Inmates watch officers constantly. They know their habits better than the officers themselves and prey on their gaming time. They know they will be searched sloppily and ignored most of the time so officers can get back into the game or show and leave them alone without vigilance. The inmates know how to keep it chilled and favor officers keeping to themselves rather than walking or roving amongst them. The good officers are embarrassed and rather than making this public they keep it to themselves. Fearing reprisals and discipline for speaking against the grain, they chose silence and muted their voices so they can do their own time and go home.

One has to ask this question. “Is this what the future holds for correctional officers?” is this the new standard to go by and allow prison management to fail because of inattentive behaviors while on duty and developing a culture of apathy of your surroundings while delving into your own selfish abyss leaving others that do work with a conscience alone and unattended without vigilance? I fear I might be right that this is truly the way it is headed unless we change and turn around the way we manage attitudes and behaviors that shy away from work and self-responsibilities to do the job right.

 

 

Rumors have it

 In the Arizona Department of Corrections there are rumors of a racial apocalypse that is brewing to no end. Of course, logic would tell us this has nothing to do with the death of Nelson Mandela but when you look at the dynamics of what is happening, it is very much a recollection of those days precedent to his death. No doubt were there prophesiers that taught the destruction of a peaceful tranquil period coming to an end and unleash untold chaos and havoc among men of all colors.

Engrained is the hate amongst all of us. Mainstream thinking has always included thoughts of hate and racial strife. Denying this would only prolong the reality it does indeed exist. Maybe not among the majority or maybe not among the most of us but it exists.

The issue at hand is critical in nature and has the potential to spread quickly like a wild fire within the rings of an already heated hell. It wouldn’t take much to set it off whole scale disturbance as to date, minor skirmishes will turn quickly into major battles. The more the leaders procrastinate, the more hatred will grow as more fuel will be thrown on the fire.

I pray there are strategic plans in place; I pray they have elaborate evacuation plans for staff and non-participants in this war. I pray this problem has been thoroughly discussed and that the leadership will not be unprepared or surprised when it “jumps off” full scale warfare style.

The belief that the Blacks will fight the Whites is a s strong as the Mexicans fighting the Blacks. Regardless, there are no winners in a racial war, just victims and a body count. The media says nothing has happened yet. The administration is laying back and denying they have a problem on their hands.

When nothing happens, all is good but when the night turns dark and bodies are found during the night, it will confirm that these participants were definitely planning something and that was something that everybody missed.  It won’t happen overnight but it has been brewing strongly since January and so far, an apocalypse has been deferred.

The mass attacks will come. The tenacious and the violent will appear. The beliefs that Whites, Mexicans, Asians and Blacks will be slaughtered is exaggerated but nevertheless short of the total truth. Preparations are in order and unity and harmony is a desired quality as well as empathy and understanding of what is about to come.

This idea is not propagated by me or anyone else I know. It is written in the history books as sure as it was the truth. Someone important is buried, and then a revolution breaks out could be an explanation for what is being felt and experienced today.

Leadership - Knowing when to walk away

The power of leading is no doubt one of the most impressive influences there is. Sometimes we must learn that in order to lead properly we need to know when to get the hell out of the way so others can discuss and decide which course is best course to recommend and why their choices are better than others. Therefore a good leader must know when to walk out of the room and not look back.

Certainly not a strategy for every occasion it has been effective when the time and place is carefully considered and right. Leaders take air time. They need time to express and show concerns. Their presence dictates the mood or seriousness of the topic and can often set the rhythm for these discussions. A good leader measures his or her air time. It is important not to dominate the conversations or inject too much so not to smother the creativity and innovative spirit of the group.

Most of the time, the less a leader talks, the more gets done. On the other hand, the more a leader listens, the better the job gets done. Sometimes, a leader will walk out the door and ask for input only to return and come back, ready to listen rather than speak.

Encouragement for others to participate is measured by the leader in the room. Inspiration can be delivered by asking questions and showing interest in the matters at hand. Asking questions prompts answers and when the leader listens to these responses, dialogue offers encouragement for all to speak out rather than remain silent.

Asking questions eliminates the permission to speak syndrome that often exists within the meeting room and often silences the group’s responses. Refraining from asking too many questions and making too many comments discourages participation and must be measured.

Sharing the conversation makes the leader accessible to all ideas within the room. Since it is already understood he or she is top dog there is no need to be expressive and run the show. It is more about transmitting and receiving dialogue that is participatory by all and not just a few. There is no need to establish who is the smartest in the room for a good leader can divide the intelligence inside the room and make each participant an equal partner in the discussion.

Source:

http://www.amazon.com/exec/obidos/ASIN/0385347022/bobsutton-20

Gang Violence & Volatility

This increase in homicides and staff assaults within the corrections department has spiraled out of control. First, in the beginning of this administration there were simple assaults best known for biting, pushing, kicking and shoving employees as a means of showing non-compliance or trying to run away from possessing contraband. Today, we have much more escalated behaviors that are clearly defined felonies as employees are stabbed, slashed, sexually assaulted and maimed in the eyes as well as head trauma (brain injuries) and broken ribs, noses, and wrists. It would appear a declaration of war has been declared but the agency hasn’t gotten that message yet.

Violence effects everybody whether they are the witness, victim or target.  Witnesses or participants in the containment and control of such acts. It is clear now that the prison system has lost control of these gangs and other disruptive groups. We are not just talking about validated Security Threat Group (STG) gang members and memberships but common nonaffiliated thugs or non-members that are demonstrating and acting out the type of behaviors well associated with gangs and blatantly demonstrating their general influences on the populations. Some causes for gang involvement includes but is not limited to:

·         Provides them a sense of security and protection they are unable to do on their own as an individual.

·         Experienced personal failures in life whether it be social, educational or vocational in nature.

·         Possess undeveloped skills to cope with anger, rage or other emotional discerned behaviors.

·         They lack hope and see no alternatives to change thus live in fear and frustrations of failures for change.

·         Think they need to attain survival techniques as they believe being in a gang gives them protection.

·         Attain a special feeling of importance and gain respect and wealth making opportunities as they may not possess any job skills or educational abilities for good paying jobs.

Gangs whether organized or not, affects the prison population deeply. It creates a ripple in the ability to control and manage disruptive behaviors and makes everything more complicated to resolve especially their influence on others for recruitment and other gang like activities connected to thefts, extortions, gambling debt and protection money. For sure there is no peace or safety and calmness is nearly impossible as congruence in actions and politics among races and colors are disrupted by taking attachments counter acting enforcement of gang rules and traditions.

Gangs infect and affect the minds of those exposed to it either with force, manipulation or intimidation. Their means of influence distracts from a sound operational ambience and is likely creating either an increased interest in joining the gangs or a curiosity how it feels to be a member of a gang. Since prison gangs operate on the principle of dominance and are primarily divided by race there is a minimum chance that they can all share the same territory or property where they live or housed creating daily conflicts and struggles to keep the peace.

Gangs vandalize personal and state property. They damage or tamper with locking devices, cameras, doors. Storage areas and other mechanical devices that are designed to keep housing units and other areas safe and in a working condition. They take anything they can find, secure and manufacture into weapons or facilitate instruments for brewing alcohol or other intoxicating drinks. They use a large amount of energy to sabotage the normal schedule of those normal activities provided so staff are pre-occupied to be dealing with those issues rather than with their gang like activities. It takes a huge amount of energy and effort to catch them in the act and maintain the right resources available to perform reasonable levels of vigilance and proactive intervention and prevention techniques in a practical timely approach. ‘

Gangs drive up the needs for protective custody and create special needs populations as these victims ask for segregation and protection in order to do their time without being harmed or killed. It makes other inmates cautious and nervous about hanging out with others and creates a divided population filled with fear and mistrust that can be capitalized by the gang leaders promising protection from others.

On the other end inmates request protective custody merely on the reason of being on a yard and feeling incompatible to those around them without prior justifications but with feelings of paranoia and fear of being harmed before actual reasons exist. In short, it keeps most things from being safe and orderly as designed without the gang influences.

Gangs drive up the use of drug and associated substance abuse as well as addictions. They discourage others from seeking help or treatment by peer pressure and in doing so, create a disruptive environment in vocational and educational classes that are designed for self-help but often interfered with by tampering with the will to study and complete their programs as well as paying attention and listening to what is being said.

General guidelines for remedies to reduce gang related violence and volatility within the prison population –

·         The administration should prioritize and maximize their use of gang intelligence gathering methods and assign specialized gang trained task force members (the Unit)  e.g. STG units, criminal investigation unit officers, special security units, etc. to every complex under the supervision of the chief of security and STG administrator.

·         The Unit should create proactive strategies and tactics to gang prevention and intervention techniques. These strategies should be employed with maximum confidentiality and effectiveness by striking when intelligence shows their most vulnerability and active criminal activities identifying names, area (cell, work, visits, recreation, programming etc.) time and targeted contraband or security concerns.

·         These employees should be trained and educated in recognizing & spotting signs of gang associations and how to identify membership, ranking and organizational layouts.

·         Staging areas should be concealed and out of sight of all not involved in the task force or Unit deployment. The Unit should be divided between searchers, escort, recording and inventory staff.  All items seized should be tagged and bagged to assure ownership and maintain the integrity of the evidence or item seized.

·         The Unit should be prioritized searches for gang paraphernalia, weapons, contraband and cell phones using their spotting techniques to target these searches. In addition, they should include inspection of items e.g. electronics, televisions, personal property to detect theft or wrongful ownership of such items.

·         Unit deputy wardens and chief of security should re-instate drug interdiction procedures, schedule random mass searches, control ingress & egress, visitors and contract staff searches. Searches should be unannounced and done when staff have identified likely suspects or targets to be in a vulnerable position to violate policies or rules of law.

·          Electronic detection devices should be used to detect possession or use or cellular phones and K 9 units should conduct random screens of staff, visitors and contract staff entering premises..

·         Gang Intervention is a very big part of reducing gang involvement. Logistics, classification, alternative programs for intervention linked programs must be set up so those wishing to leave the gangs may have an opportunity to detach from them and quit being involved in gang activities.

·         Enforcement is the focus used by most agencies. The Gang Unit is responsible for securing criminal and civil injunctions against targeted gangs and members and enforcing them by means of civil (administrative) and criminal (felony) sanctions.

·         The Unit is also responsible for the prosecution of cases involving gang members’ violence, extortion and other felony crimes.  

·         Correctional officers - III program staff, teachers, substance abuse counselors, mental health and other multidisciplinary staff may assist in gang prevention and detection methods by observing behaviors in self-studies, cellblock, school, work and religious areas. They may monitor and track attendance, improvements or failures, participation, associations and skill sets so that a reasonable assessment may be made to provide either educational, vocational or spiritual opportunities on an individual basis.

As it was first expressed in the opening paragraph on the violence and dangers of gangs, we know they are very staff intense, dangerous and expensive problem. The process to identify, support, separate and motivate these individuals from leaving the gangs is very important and are mandatory steps as these programs are managed by focusing on prevention, intervention and enforcement.

 

Honored and Humbled for the Thoughts - Thank you Mississippi Department of Corrections

Mississippi Department of Corrections is hosting the upcoming United States Deputy Warden’s Conference.  The conference is scheduled for July 27 – August 1, 2014.  It is being held at the Hollywood Casino & Hotel in Bay St. Louis, MS. 

I was researching the current concerns in corrections through a literature review.  I really enjoy the articles by Carl ToersBijns.  I would like to know if he would like to be a presented at the Deputy Warden’s Conference.  The Conference has a tight budget and we can’t assist with travel expenses.  There may be other incentives that we can offer if he is interested. 

 

If you have any other suggestion about speakers, I would love to discuss the matter. 

 

If you are interested in placing an article/ad in our conference program, please feel free to contact me at:

 

Tina Ladner, Associate Warden

Central MS Correctional Facility

Pearl, MS  39288-88550